Comprehensive Environmental Management System Report in Specific Sugar Mill, India

Consumers and stakeholders have rising concerns over product quality and environmental issues, and therefore, quality and environmental management have become important topics for today’s fashion products manufacturers. This chapter presents some empirical evidence of the adoption of quality management systems (QMS) and environmental management systems (EMS) and their impact on fashion and textiles related firms’ supply chain efficiency. Although both management systems are commonly adopted in the manufacturing industries and becoming a passport to business, their actual impacts specifically on the fashion supply chain have not been explored. By investigating the adoption of ISO 9000 (a quality management system) and ISO 14000 (an environmental management system) in the U.S. fashion and textiles firms, we estimate their impact on manufacturers’ supply chain performance. Based on 284 publicly listed fashion and textiles manufacturing firms in the U.S., we find that fashion and textiles firms operating cycle time had shortened by 15.12 days in a five-year period. In the cross-sectional analysis, the results show that early adopters of ISO 9000 and high-tech textiles related firms obtained more supply chain benefits. We only find mixed results of the impact of ISO 14000 on supply chain performance.

Purpose – The purpose of this paper is to propose a generic model of Integrated Management System of Quality, Environment and Safety (IMS-QES) that can be adapted and progressively to assimilate various Management Systems, of which highlights: ISO 9001 for Quality; ISO 14001 for Environment; OHSAS 18001 for Occupational Health and Safety. Design/methodology/approach – The model was designed in the real environment of a Portuguese Organization and 160 employees were surveyed. The rate response was equal to 86 percent. The conceived model was implemented in a first phase for the integration of Quality, Environment and Safety Management Systems. Findings – Among the main findings of the survey the paper highlights: the elimination of conflicts between individual systems with resources optimization; creation of added value to the business by eliminating several types of wastes; the integrated management of sustainability components in a global market; the improvement of partnerships with suppliers of goods and services; reducing the number of internal and external audits. Originality/value – This case study is one of the first Portuguese empirical researches about IMS-QES and the paper believes that it can be useful in the creation of a Portuguese guideline for integration, namely the Quality Management Systems; Environmental Management Systems and Occupational Health and Safety Management Systems among others.

Panacea, common sense, or just a label?: The value of ISO 14001 environmental management systems

Little is known about the complementary performance benefits associated with facilities’ combined use of both quality management systems (QMS) and environmental management systems (EMS), and how these performance benefits might differ from those associated with facilities’ use of only one of these management systems (or neither). We suggest that complementarities arise because each management system fosters the development of internal capabilities that facilitates the adoption and routine operationalization of the other, while maintaining differentiated goals that enhance strategic value. We examine these relationships using a sample of 2,619 manufacturing facilities operating within six OECD countries, while controlling for self-selection issues. Our findings support the idea of complementarity in that facilities, that adopt both QMS and EMS, are associated with positive business performance more than facilities that adopt either QMS or an EMS on its own, or no management system.

Beaches are basically managed mirroring user’s perception and normative requirements to obtain performance standards or distinctions made on well-known Quality Management Systems and/or Environmental Management Systems. However, when these systems are used in the management of these natural public goods, present practices do not fit with the Ecosystem Approach Strategy (EA) launched by United Nations at the end of last Century. To overcome this reality, an application of the Ecosystem-Based Management System (EBMS) was developed recently as a formal way to practice this approach at the beach social-ecological system. The EBMS is a stepwise process that combines environmental quality and risk management system theory with the EA principles. The EBMS is composed of three interactive pillars: Managerial, Information and Participatory. The Managerial pillar is the “engine” of the EBMS, following the classical Plan-Do-Check-Act managerial policy scheme. As a part of the Planning phase, a factual approach to decision making is suggested: DEMA (DEcision-MAking) tool. DEMA is a formal prioritization tool intended to help managers to determine, based on a social cost-benefit analysis and the vision established for a particular social-ecological system, which projects should be the first. DEMA uses risk management theory to decide what future activities should be selected in the policy cycle to avoid those identified risks that could impede us to get the desired vision for the beach under management. DEMA is using a framework of indicators related to the identified ecosystem services given by these systems, valuating and rating them to further prioritization of actions.

PurposeThis article aims to evaluate the integration level of a quality management system (QMS) and an environmental management system (EMS) in a tire manufacturer and propose a guide to evaluate the integration of these systems in companies.Design/methodology/approachThe methodological strategies used in this research were literature review; and case study, with interviews to verify professionals' perception about benefits from integration. Data from interviews were analyzed through Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS).FindingsThe results showed that the studied company has a simple level of integration, observing only some low intensity benefits. Thus, it was recommended that the company partially integrate its management systems (MSs) before evolving into something more complex. The literature and the findings of case study were used as basis for proposing a guide to evaluate MS integration.Originality/valueLessons learned throughout the study and the suggested guide can support other companies to assess the integration level of their QMS and EMS. Thus, the findings presented here can be useful for researchers and managers.

Local or regional development, economic, quality, social and environmental questions and problems have been addressed in national and regional policy, in the management of a municipal organisation as well as in the traditional or economic management systems of individual companies located in the region. What is common to all of these issues is that they are interdependent and in particular, they simultaneously affect or are affected by private companies, public organisations, research institutions, NGOs and citizen groups of the region in question. They call for a network approach and cooperation. In this paper, the possibilities for a regional network management system are discussed with a case study of waste management scenarios of the Satakunta Region, located in Southern Finland. A Regional Environmental Management System (REMS) extends the company-based and internally orientated environmental management system (EMS), such as the EU Eco-Management and Auditing Scheme (EMAS) or ISO 14001 standard, management model, beyond the boundaries of a single organisation. The ideal of this inter-organisational or network environmental management system is that regional private companies, public organisations, research institutions, NGOs and citizen groups, engage in a cooperative management effort in a regional context. The waste management system of the Satakunta region encompassing 12 regional municipalities is constructed into the main steps of REMS. There are many barriers to the implementation of such a diverse management system as REMS. But the results of this study indicate that, perhaps, the regional systems approach to many different municipalities and many different firms can better prevent problem displacement or problem shifting than more fragmented and isolated management efforts, e.g. of an individual firm or of an individual municipality. Two examples are given for this argument. We therefore suggest that the regional actors and decision-makers should develop and eventually construct a regional environmental management system for the Satakunta Region.

The primary objective of this Technical Note is to provide guidance to utility companies either for improving the operations-phase implementation of a current environmental management system or for developing a system. The guidelines presented herein provide the approach, content and implementation protocols for developing a completed operations component of the Environmental Management System (EMS) (i.e., the Operations and Environmental Quality Management System, or "OEMS").

In this article, the authors describe the main aspects of the formation of integrated management systems based on the draft GOST R ISO 9001-2015 «Quality management systems. Requirements», GOST R ISO 14001-2016 «Environmental Management Systems. Requirements and guidance for use», GOST R ISO 45001-2020 «Occupational safety and health management systems. Requirements and guidelines for use» and STO Gazprom 9001-2018 «Quality management system. Requirements». Algorithms for the formation of an integral management system are given. In this article, the authors use statistical data and analysis of the results of the internal audit of system management in the process of forming an internal management system.

PurposeThe purpose of this paper is to investigate how different actors influenced the implementation of an environmental management system (EMS) and a performance measurement system (PMS) in a case company when the systems are eventually integrated. Another purpose is to illustrate how the frameworks of Gibson and Earley and Lovaglia et al. can be utilized to investigate the implementation of different management systems in practice.Design/methodology/approachThis paper is an interpretative case study, which utilizes qualitative methods such as semi‐structured interviews and internal documents.FindingsThe results indicate the importance of maintaining a separation between the power and status of an actor in EMS and PMS implementation processes, and the ways in which the power and status of actors in the EMS and PMS implementation differed. The status and role of an actor can change although the power may be static during the implementation of different management systems. Therefore, the paper confirms the classification of Lovaglia et al. and proposes that their classification should be added to the framework of Gibson and Earley.Originality/valueEarlier accounting studies using the institutional theory framework of Burns and Scapens did not specifically investigate the role of actors, or their power and status in implementing two different management systems. The collective action frameworks of Gibson and Earley and Lovaglia et al. have not been practically utilized before in EMS and PMS studies. Furthermore, EMS and PMS integration studies have usually been normative without empirical case data.

Guidelines for the integration of certifiable management systems in industrial companies

Summary In modern world the well acknowledged tool for management in industrial and environmental safety, and occupational health are the management systems conforming to ISO 14001 "Environmental Management System" and OHSAS 18001 "Occupational Health and Safety Management Systems" International Standards. Amid the increasing competitive ability and global financial crisis, it is very important to be able to assess the efficiency of investments in HSE activities aimed at mitigation of Company’s negative impact upon the environment and personnel. When developing such a system of economic assessment, the author has analyzed different methods applied for environmental performance assessment and has studied thoroughly the requirements of ISO 14031 "Environmental Performance Evaluation" International Standard. Based on mathematical and statistical methods, the author has elaborated an HSE performance evaluation system which enables to assess efficiency of HSE activities performed in the company. This evaluation system assumes differentiated approach to assessing all kinds of negative impact on the environment and the personnel of the company with application of input and output cost indicators. In compliance with ISO 14001:2004 and OHSAS 18001:2007 two kinds of impact on the environment and the personnel have been sorted out in Udmurtneft - environmental aspect and hazard to the personnel, correspondingly. The research paper contains the detailed calculation of efficiency of financial investments in the personnel hazard management "Feral-herd infections" in N company. This hazard is a top priority risk in the company since such infections are located in the region. High efficiency of the personnel infection risk mitigation activities was proved on the basis of mathematical method and risk mitigation results were demonstrated by the model risk matrix. Thus the developed HSE performance evaluation system enables to assess the effectiveness of HSE Integrated Management System on the whole and to allocate the financing wisely and implement risk management activities in the most successful way. Objectives of the research paper: –development of the HSE Integrated Management System efficiency evaluation system which would allow fulfilling several tasks:–optimization of planning the activities and financing;–providing visuality of HSE activity planning and assessment for the management team;–improvement of HSE management system;–providing transparency of HSE activity in the company.

There are several aspects of inconvenience and inappropriateness in dealings and attitudes of human beings with animals. There are also lots of questionings concerning the good appropriate conditions for animals' seizure or being locked in cages or in enclosed environments; and what are the guiding lines for designing management systems for animals; taking into consideration the ecological and local impacts of the management systems of animals within limits of not violating the zoological field. This study purpose is to activate the environmental management systems in the zoo of Giza, defining also aspects of shortness in environmental planning for improving the environmental performance and assist in decision-making. The study hypotheses demonstrate that: There is no significant correlation between activation of the administrative systems in the zoo of Giza for achieving environmental management. There is no correlation between applying the environmental management system and improvement of performance level, and improving the control supervision level. The study is concerned with evaluating the current environmental performance of the environmental management system, defining as well the shortness aspects exist in applying the environmental management system. The study use the inductive method for preparing the theoretical framework of research, inducing as possible as can the review of literatures, Arabic and foreign references specialized in this domain of environmental management systems in zoos. The study uses the descriptive (qualitative)-analytical method through using an investigation form as the main tool of research, to be administered on workers in the Giza Zoo (224). The study limits on spatial limits embodied in the Giza Zoo and its employees (workers-administrators –veterinaries). Results indicate the following: There is a correlation between applying the environmental management systems and improving performance level in the zoo. There is a correlation between applying the environmental management systems, the supreme administration, planning, and decision-making. There is a significant correlation between applying the environmental management systems and improving the control supervision level.

Over the last 25 years, the construction industry has embraced quality management systems (QMS). More recently, environmental issues and health and safety legislation have introduced additional dedicated control procedures: environmental management systems (EMS) and health and safety management systems (H&SMS). Systems, in particular those used for quality management, have been widely accused of being bureaucratic, arduous, paper driven and of questionable value to construction management. The genuine need is for improved systems that enable a contracting organization to control the key management functions of quality, environment and safety with maximum effectiveness and minimum bureaucracy. The findings presented in this paper show that a forward‐looking approach can bring together these individual functions within an integrated management system (IMS). This allows an organization to move away from traditional vertical and separate management systems towards a single cross‐functional horizontal system that can benefit both the corporate and the project organizations. The idea of an IMS for quality, environment and safety has only recently emerged within the UK construction industry. A small number of UK contracting organizations are, therefore, at the forefront of both national and international developments. Based on a questionnaire survey of 12 UK contracting organizations, this paper examines the purpose, characteristics, properties and intent of a single system approach, or IMS for quality, environment and safety, and considers its role within and it significance to contracting organizations.

Over the last 25 years, the construction industry has embraced quality management systems (QMS). More recently, environmental issues and health and safety legislation have introduced additional dedicated control procedures: environmental management systems (EMS) and health and safety management systems (H&SMS). Systems, in particular those used for quality management, have been widely accused of being bureaucratic, arduous, paper driven and of questionable value to construction management. The genuine need is for improved systems that enable a contracting organization to control the key management functions of quality, environment and safety with maximum effectiveness and minimum bureaucracy. The findings presented in this paper show that a forward‐looking approach can bring together these individual functions within an integrated management system (IMS). This allows an organization to move away from traditional vertical and separate management systems towards a single cross‐functional horizontal system that can benefit both the corporate and the project organizations. The idea of an IMS for quality, environment and safety has only recently emerged within the UK construction industry. A small number of UK contracting organizations are, therefore, at the forefront of both national and international developments. Based on a questionnaire survey of 12 UK contracting organizations, this paper examines the purpose, characteristics, properties and intent of a single system approach, or IMS for quality, environment and safety, and considers its role within and it significance to contracting organizations.